Why Every Real Estate Agent Needs a CRM: Transforming Client Management

Value propositions! "I'll believe you about these badges and start to care if you convince me that the employers care." On the employer side, this hints at need to get over it with the real/imagined quality concerns and focus on their need to signal to opportunity seekers, "we value your credentials and want to see them."

In addition, this hints at employMENT verification: this could be a light lift sort of Tier 1 entry point for organizations to be both issuing and consuming credentials. Large employers spend a lot of resources responding to requests to verify former workers' employment histories. If part of off-boarding departing workers includes VCs for official employment verification, that could lead to big savings of time and resources (as long as other employers accept the credentials), as well as accelerate hiring processes that sometimes lead to failed hires bc people find another position that starts sooner. For key HR leaders to start with badging from a place of effortlessly improving their efficiency and costs might be a better place to launch than more involved strategies that offer less immediate value propositions.

via [[Christian Tietze]] at https://forum.zettelkasten.de/discussion/comment/22076/#Comment_22076

There's tremendous value in keeping a single zettelkasten store of knowledge. Spreading it out only dilutes things and can prevent building. Shiny object syndrome can be a problem as it's often splitting the stores of information and silo-ing them from each other. Unless the shiny object can do something radically different or has a dramatic affordance it's really only a distraction.

But still, sometime the search for either simpler or better serves other needs...

Caring Buddies Pty Ltd was established as a company in July 2018 with the aim to get itself registered provider of National Disability Insurance Scheme ( NDIS) Services. It has got registration with NDIS as a plan management provider in 2023. The owner of the business has extensive experience in Plan Management with an accounting background and hold a membership of CPA Australia.

Naturally, we will have to mention:<br /> The West Wing S3.E8 "The Indians in the Lobby"<br /> https://m.imdb.com/title/tt0745696/

https://notebooklm.google/

for - critique - extreme wealth a reward for rare management skills - Andrew Carnegie - The Gospel of Wealth - Mondragon counterexample - to - stats - Mondragon pay difference between highest and lowest paid - article - In this Spanish town, capitalism actually works for the workers - Christian Science Monitor - Erika Page - 2024, June 7

critique - extreme wealth a reward for rare management skills - Andrew Carnegie - The Gospel of Wealth - Mondragon counterexample - This is invalidated today by large successful cooperatives such as Mondragon

to - stats - Mondragon corporation - comparison of pay difference between highest paid and lowest paid - https://hyp.is/QAxx-o14Ee-_HvN5y8aMiQ/www.csmonitor.com/Business/2024/0513/income-inequality-capitalism-mondragon-corporation

Is he poking fun at the PKM space here? This non-definition definition would seem to be a subtle jab certainly.

https://en.wikipedia.org/wiki/Crackpot_index

for - crisis management - cellular biology example - Michael Levin

Zettelkasten is a method for creating "slow productivity" against a sea of information overload

Some of the framing goes back to using the card index as a means of overcoming the eternal problem of "information overload" [see A. Blair, Yale University Press, 2010]. I ran into an example the other day in David Blight's DeVane Lectures at Yale in which he simultaneously shrugged at the problem while talking about (perhaps unknown to him) the actual remedy: https://boffosocko.com/2024/09/16/paul-conkins-zettelkasten-advice/

It's also seen in Luhmann claiming he only worked on things he found easy/fun. The secret is that while you're doing this, your zettelkasten is functioning as a pawl against the ratchet of ideas so that as you proceed, you don't lose your place in your train of thought (folgezettel) even if it's months since you thought of something last. This allows you to always be building something of interest to you even (especially) if the pace is slow and you don't know where you're going as you proceed. It's definitely a form of advanced productivity, but not in the sort of "give-me-results-right-now" way that most have come to expect in a post-Industrial Revolution world. This distinction is what is usually lost on those coming from a productivity first perspective and causes friction because it's not the sort of productivity they've come to expect.

In reply to writingslowly and Bob Doto at https://discord.com/channels/992400632390615070/992400632776507447/1285175583877103749<br /> Conversation/context not for direct attribution

A mall management software streamlines operations, from tenant management, lease tracking to security and maintenance, enhancing efficiency and tenant satisfaction.

Why note-taking apps don't make us smarter by [[Casey Newton]]

Newton takes a thin view of the eternal question of information overload and whether or not AI might improve the situation. No serious results...

Casey Newton makes this blanket statement. Any real evidence for this beyond his "gut"?

Many "paper machines" like Niklas Luhmann's zettelkasten were almost custom made not just for searching, but for browsing through regularly much like commonplace books.

Perhaps the question is really, how is your particular database designed?

reply to u/atomicnotes at https://old.reddit.com/r/Zettelkasten/comments/1fa0240/early_1900s_3_x_5_inch_card_index_filing_cabinet/

This is an excellent question. I strongly suspect you won't find a booklet or book from Macey after 1906 that does this, though there may have been something before that.

You'll notice that on page 9, the 1906 Macy Catalog takes what I consider to be a pot shot at their Shaw-Walker competition in the section "Not a kindergarten". Shaw-Walker was selling not just furniture, but a more specific system, as well as a magazine. Since there's something to be learned for current knowledge managers and zettel-casters in the historical experience of these companies and the systems and methods they were selling, I'll quote that section here (substitute references to enterprise and business for yourself):

Not a Kindergarten

Every successful enterprise knows its own requirements best, and develops the best system for its own purpose. We manufacture business machinery. Our appliances and supplies are boiled down to a few parts, and simple forms, and will accommodate any system in any business. The office boy can understand and use them. If we undertook to teach the whole world how to run its business, we would have to saddle the cost on those who buy for what we tried to teach those who do not.

System in business is desirable, but no system can make a business successful, where the management is deficient. So called ‘Systems’ often result in useless expense and disappointment. We retain what experience proves useful and practical; so far as possible, eliminating all complicated and useless features. This explains how we can employ the best workmanship and material, combined with pleasing designs, and sell our goods with profit at lower prices than the inferior articles offered by others.

There may have been some booklets at some point, but I've not run across them for any of the major manufacturers of the time. (I've only loosely searched this area.) Some of the general principles were covered in various articles in System Magazine which was published by Shaw-Walker, a filing cabinet manufacturer, in the early century. System Magazine was sold to McGraw-Hill which renamed it Business Week, but it is now better known as Bloomberg Business Week. In the December 1906 issue of System, W. K. Kellogg, the President of the Toasted Corn Flake Company, is quoted touting the invaluable nature of the Shaw-Walker filing system at a time when his company was using 640 drawers of their system.

To some extent the smaller discrete "system" was really a part of a broader range of information and knowledge of business and competition. This can be seen in the fact that System Magazine still exists, just under an alternate name, along with a much broader area of business schools and business systems. We've just "forgotten" (or take for granted) the art of the smaller systems and processes which seemed new in the late 1800s and early 1900s.

Other companies had "systems" they sold or taught, much like Tiago Forte teaches his "Second Brain" method or Nick Milo teaches "Linking Your Thinking". However, most of them were really in the business of selling goods: furniture, filing cabinets, desks, index cards, card dividers, etc. and this was where the real money was to be found at the time.

A similar example in the space is the Memindex System booklet that came with their box and index cards. The broad principles of the system can be described in a few paragraphs so that the average person can read it and modify it to their particular needs or use case. The company never felt the need to write an entire book along the lines of David Allen's Getting Things Done or Ryder Carroll's Bullet Journal Method. Allen and Carroll are selling systems by way of books or classes. Admittedly, Carroll does have custom printed notebooks for using his methods, but I suspect these are a tiny fraction of the overall notebook sales for those who use his method.

Here's evidence of a correspondence course from the Library Bureau some time after 1927, which was when they'd been purchased by Remington Rand: https://www.ebay.com/itm/335534180049 . Library Bureau had an easier time as their system was standardized for libraries, though they did have efforts to cater to business concerns the way Shaw-Walker, The Macey Company, Globe-Wernicke and others certainly did.

I think the best examples in broader book form from that time period are Kaiser's two books which still stand up pretty well today for those creating knowledge management systems, zettelkasten, commonplace books, getting things done/productivity systems, second brains, etc.

Kaiser, J. Card System at the Office. The Card System Series 1. London: Vacher and Sons, 1908. http://archive.org/details/cardsystematoffi00kaisrich.

———. Systematic Indexing. The Card System Series 2. London: Sir Isaac Pitman & Sons, Ltd., 1911. http://archive.org/details/systematicindexi00kaisuoft.

https://storm.genie.stanford.edu/

STORM Get a Wikipedia-like report on your topic<br /> STORM is a research prototype for automating the knowledge curation process.

https://gist.github.com/chitchcock/1281611

I wonder what a source of truth is -- not necessarily an SSOT for the customer/company data, which is what Salesforce could become.

Is this a reference to Taylor and the sort of work that the Gilbreth's were doing?

Also see Team Topologies

Interesting, when we say "I don't have time", you can in some, if not most, cases replace it with "I am not in the mood for this", because you prioritize other things you feel more like doing.

https://www.theguardian.com/environment/article/2024/jul/26/climate-hero-villain-fossil-fuel-frenzy-challenges-norway-green-image

Our property management software simplifies property operations with next-gen solutions, offering 360° management for residential and commercial real-estate.

very organized

Résumé de la vidéo [00:00:21][^1^][1] - [00:52:09][^2^][2]:

Cette vidéo explore le management dans le système éducatif français, en mettant l'accent sur les défis et les pratiques spécifiques au secteur public. Les intervenants discutent de l'évolution du terme "management", de son application dans l'éducation nationale, et des compétences managériales nécessaires pour les cadres.

Points forts: + [00:00:21][^3^][3] Introduction au management éducatif * Présentation des intervenants experts en management * Annonce des thèmes de l'émission : enjeux et exemples concrets + [00:01:25][^4^][4] Le terme de management dans le secteur public * Discussion sur l'utilisation et les spécificités du management dans l'éducation nationale * Évocation des dynamiques interministérielles et des compétences managériales + [00:10:47][^5^][5] Qualités d'un bon manager * Débat sur les qualités transposables entre le public et le privé * Distinction entre manager et leader selon les théories de management + [00:25:44][^6^][6] Défis du management hybride et à distance * Adaptation aux nouvelles formes de travail telles que le télétravail * Importance de l'outillage et de la confiance dans le management moderne + [00:45:09][^7^][7] Utilisation des indicateurs de performance * Débat sur l'usage des indicateurs clés de performance dans l'éducation nationale * Réflexion sur l'importance de contextualiser et d'objectiver le management + [00:49:36][^8^][8] Le futur du management dans l'éducation nationale * Prospective sur l'évolution du rôle du manager avec l'intégration de l'intelligence artificielle * Importance de l'humain et des valeurs dans le management futur

for - Anthropocene - cross-scale spatial and temporal connectivity of water - governance - water - Anthropocene - cross scale - complexity - water governance - Anthropocene - from - Linked In post - new publication alart - to - Linked In post - new publication alert - Moving from fit to fitness for governing water in the Anthropocene

summary - This is a good review paper that summarizes findings from two decades of water research on river basins and watersheds, - It highlights how recent Anthropocene research shows the global interconnected nature of water systems, - which makes the traditional River Basin Organization form of local governance challenging since - variability in localities far from the governed river basin or watershed can have significant impact on it and vice versa - New governance systems must emerge to deal with this complexity

from - Linked In post - new publication alert - to - Linked In post - new publication alert - Moving from fit to fitness for governing water in the Anthropocene - https://hyp.is/GdXo1ipKEe-_FbMMhZGIMQ/www.linkedin.com/posts/activity-7207337444281659392-66RF/

for - adjacency - Buddhist teachings - Four Noble Truths - life and death - mortality salience - terror management technique

adjacency - between - Buddhist teachings - Four Noble Truths - life and death - mortality salience - terror management technique - adjacency relationship - The Four Noble Truths are: - the recognition of inherent suffering - the cause of suffering - understanding the cause of suffering - the cessation of suffering - and are really - a way to deal with mortality salience and therefore - a terror management technique

workload management tips

Résumé de la vidéo [00:00:00][^1^][1] - [00:30:16][^2^][2] : La vidéo présente une conférence sur la décentralisation des organisations, explorant la relation entre autonomie et contrôle. Les intervenants, Carolyn Mc Lain Pirard et Eric Della Valle, partagent leurs perspectives sur l'innovation managériale et l'entreprise libérée, en mettant l'accent sur l'importance de la cohérence des pratiques organisationnelles et du maintien d'un équilibre entre autonomie et contrôle social.

Points forts : + [00:00:00][^3^][3] Introduction à la conférence * Présentation du thème de la décentralisation * Discussion sur l'autonomie versus le contrôle * Introduction des intervenants et de leurs parcours + [00:02:15][^4^][4] Carolyn Mc Lain Pirard sur l'entreprise libérée * Définition et historique de l'entreprise libérée * Analyse des pratiques managériales innovantes * Importance de la vision et de l'orientation client + [00:05:07][^5^][5] Eric Della Valle sur les formes organisationnelles * Son expérience en tant que consultant et dirigeant * Intérêt pour l'évolution des structures organisationnelles * Présentation du modèle organisationnel cellulaire + [00:09:31][^6^][6] Articulation entre autonomie et contrôle * Méthodes de décentralisation des organisations * Impact de la structure, des processus et des pratiques sur l'autonomie * Rôle du leadership et de la philosophie humaniste dans l'innovation managériale Résumé de la vidéo [00:30:20][^1^][1] - [00:57:45][^2^][2]:

La vidéo traite de la décentralisation des organisations et de l'importance de l'autonomie dans les processus de transformation. Elle souligne les défis liés au contrôle social et à la performance sociale des organisations qui cherchent à s'émanciper des structures hiérarchiques traditionnelles.

Points forts: + [00:30:20][^3^][3] Défis de la décentralisation * Risques de dérives dans le contrôle social * Impact sur l'investissement des employés dans les projets + [00:31:22][^4^][4] Pérenniser la libération * Adoption des pratiques en grappes pour une transformation efficace * Importance de l'ordre d'adoption des pratiques + [00:33:27][^5^][5] Contrôle dans les organisations transformées * Transition du contrôle hiérarchique vers l'autocontrôle * Différentes approches de transformation et leur impact sur le contrôle + [00:37:11][^6^][6] Progressivité dans l'adoption des pratiques * Nécessité d'une transformation progressive pour une adoption durable * Importance de l'accompagnement des employés vers l'autonomie Résumé de la vidéo [00:57:49][^1^][1] - [01:23:22][^2^][2]:

La vidéo aborde la décentralisation des organisations en présentant un modèle d'organisation cellulaire, où les équipes sont autonomes mais alignées sur des objectifs communs. Elle discute de la hiérarchie, de la subsidiarité et de l'importance de l'alignement des équipes pour atteindre des objectifs supérieurs.

Points forts: + [00:57:49][^3^][3] Autonomie et contrôle * Introduction du management par objectifs clairs * Concept de mini-entreprises autonomes * Nécessité de reporter quotidiennement les activités + [01:00:12][^4^][4] Hiérarchie organisationnelle * Distinction entre hiérarchie humaine et organisationnelle * Utilisation de la subsidiarité plutôt que de la délégation * Les niveaux supérieurs servent les niveaux inférieurs + [01:02:21][^5^][5] Fonctions support dans les organisations cellulaires * Importance des fonctions support pour l'autonomie des équipes * Responsabilité des entités opérationnelles pour l'efficacité et l'efficience * Les fonctions support agissent en tant que fournisseurs de compétences + [01:04:41][^6^][6] Dynamique organisationnelle * Préférence pour les petites équipes et le principe de Dunbar * Importance des valeurs et règles internes * Adoption de l'amélioration continue et du changement permanent Résumé de la vidéo [01:23:24][^1^][1] - [01:31:30][^2^][2]:

Cette partie de la vidéo aborde la décentralisation des organisations, en mettant l'accent sur l'évaluation des performances et des compétences au sein des équipes auto-organisées. Elle explore les différences entre les rôles et les fonctions dans ces équipes, ainsi que les méthodes d'évaluation adaptées à ce type de structure organisationnelle.

Points forts: + [01:24:04][^3^][3] Pratiques d'évaluation * Différenciation entre performance et compétences * Évaluation des compétences individuelles * Co-responsabilité de la performance en équipe + [01:25:28][^4^][4] Évaluation chez Spotify * Utilisation de la méthode Scrum * Évaluation des compétences par les chapters * Évaluation à 360° par les coéquipiers + [01:27:15][^5^][5] Organisations cellulaires dans des structures pyramidales * Possibilité d'intégrer des équipes auto-organisées * Approche empirique et accompagnement des managers * Infusion progressive de l'auto-organisation

Chaque point fort est accompagné de trois sous-points qui offrent un aperçu rapide du contenu abordé dans la vidéo.

49:00 Voys heeft een company wiki. Hierbij hanteren ze het volgende: weet je iets niet, kijk dan in het "orakel". Zit het er niet in? Voeg het dan toe. ... Je kan ook een logboek bijhouden voor beslissingen.

Knowledge management and organizing information for use – Andy Sylvester's Web by [[Andy Sylvester]]

Beware of Mental-Itis! Industrial. The Calvin Company, 1937. http://archive.org/details/0800_Beware_of_Mental-itis_06_00_55_00.

Absolutely agreed. One limitation of the Iron Triangle concept is that it often seems to be used to make decisions based on a snapshot in time (i.e. which two are we choosing now), when some choices have longer half-lives than others.

In 1983, at the dawn of the personal computer age, Apple Inc. in promotional film entitled "Lisa Soul Of A New Machine" touted their new computer, a 16-bit dual disk drive "personal office system", as something that would do away with "the cluttered desk, index cards, file folders, the in-out basket, [and] the calculator." (00:01)

Some of these things moved to the realm of the computer including the messy desk(top) now giving people two messy desks, a real one and a virtual one. The database-like structure of the card index also moved over, but the subjective index and its search power were substituted for a lower level concordance search.

30 years on, for most people, the value of the database idea behind the humble "index card" has long since disappeared and so it seems here as if it's "just" another piece of cluttery paper.

Appreciate the rosy framing of the juxtaposition of "past" and "future" jumping over the idea of the here and now which includes the thing they're selling, the Lisa computer. They're selling the idealized and unclear future even though it's really just today.

While using different verbiage, Kaiser is talking about the idea of information overload here and providing the means to tame it by appropriately breaking it up into pieces upon which we might better apply our energies to turn it into something.

I appreciate his emphasis on "always" here. Though given our current rise of artificial intelligence and ChatGPT, this is obviously a problem which people are attempting to overcome.

Sadly, AI seem to be designed for the commercial masses in the same way that Google Search is (cross reference: https://hypothes.is/a/jx6MYvETEe6Ip2OnCJnJbg), so without a large enough model of your own interests, can AI solve your personal problems? And if this is the case, how much data will it really need? To solve this problem, you need your own storehouse of personally curated data to teach an AI. Even if you have such a store for an AI, will the AI still proceed in the direction you would in reality or will it represent some stochastic or random process from the point it leaves your personal data set?

How do we get around the chicken-and-egg problem here? What else might the solution space look like outside of this sketch?

Business Ledger

This section looks at index cards for communication to/from clients and appropriate follow up with respect to sales management in a manufacturing firm. It broadly represents some examples of how one would do larger scale project management and follow up with index cards.

[[Ton Zijlstra]] in Become a PKM champion for yourself! – Interdependent Thoughts

for - definition - temporal conscientization - adjacency - temporal conscientization - Deep Humanity - poly-meta-perma-crisis - terror management - denial of death - Paolo Freire - denial of death - Ernest Becker - terror management - book - Critical Consciousness

definition - temporal conscientization - introduced by Paolo Freire n his book, temporal conscientization means becoming conscious of historical change, our - past, -present and - futures - For people to intervene in the movement of history, - people need to understand - how they got to where they are now, - the era that they are coming from, but as well to understand - the movements and potentialities of change that are leading to different futures.

adjacency - between - temporal conscientization - Deep Humanity - poly-meta-perma-crisis - terror management theory - denial of death - adjacency statement - Deep Humanity has always elevated the idea of knowing the past, present and future in order to frame meaning for navigating our future. - This is precisely the awareness of temporal conscientization. - Deep considerations of death, - and subsequently what meaning we can derive from life - is an integral part of the Deep Humanity exercise - A major theme of religions is the afterlife, or some continuation of consciousness after the process of death - In the context of temporal conscientization, - looking and - imagining - what our - individual and - collective future - looks like - the proposal of an afterlife is a terror management strategy to cope with our denial of death - Perhaps the emergence of the present poly-meta-perma-crisis is - a cultural indication to the collective intelligence of the human social superorganism that - the time has come to develop a mature theory of life and death that is - accessible to every member of our species so that - we can put the fragmenting, isolating existential question to rest once and for all

https://www.cassidyai.com/

Build AI Automations & Assistants Trained on Your Business.

This quote is broadly recognized in economic settings as true, but few in the knowledge management space place emphasis or focus on designing both simple systems which are easy to master and use on a regular, ongoing basis. This allows the knowledge worker the ability to more quickly (almost blindly) handle their indexing and filing operations so that things are precisely where they need them when required for use.

Poor design will not only decrease the ease of use, but also discourage the user from both efficiently using and benefiting from their systems.

Even simple and efficient filing systems require familiarity and expertise for them to effect useful gains to their users, and prove their effectiveness over time. If a user can't get to a basic level of functionality in short time, they're likely to give up on it and never see the ultimate benefits.

Julius Kaiser contemporaneously posits that mass manufacture and maximizing efficiency (greater output for minimum input) are the primary drivers of card index system use in the early 20th century. These also improve both precision and accuracy in handling information which allow for better company or factory operation, which would have been rising concerns for businesses and manufacturing operations at the rise of scientific management during the time period.

Ed Catmull analogizes the idea of pithy business statements and aphorisms as old, heavy suitcases and their handles. It's easy to grab onto the handle and walk of only with it, particularly when the weight and inconvenience of the suitcase and its actual contents are no longer attached. One needs to make sure that their comfortable old suitcase handle is still attached to the case and the valuable, hard-won wisdom of the contents inside.

Curious that he might write this in a business book on creativity which is highly likely to fall trap to the same simple advice or catchy phrases.

Does he ultimately give his own clear cut advice that means something?

I'm reminded here of Dan Allosso's mention of the David Allen quote from Getting Things Done: "It is better to be wrong than to be vague."<br /> https://hypothes.is/a/yOFrNubcEe6AsafBDjDzBw

Are business books too often vague when it would be better for them to be wrong instead?

Catmull, Ed, and Amy Wallace. Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. 1st ed. New York: Random House, 2014.

Annotation link: urn:x-pdf:30663863383637656631613936313361656266663266383336636530383636623965393736396531323237383235353363353236653830623034366132373130

alternate annotation link

What is cutting edge today is legacy tomorrow

As our layers of technology get stacked higher, the bottom layers get squeezed and compressed to thin layers that we assume will always exist. We must maintain visibility in those layers and invest in their maintenance and robustness.

Actively avoiding a return to normal

This will be among the biggest challenges, right? The I-could-do this-before-why-can’t-I-do-it-now question. Somewhere I read that the definition of “personal character” is the ability to see an action through after the emotion of the commitment to the action has passed. The British Library was a successful institution and will and to return to that position of being seen as a successful instituting as quick as it possibly can.

Die vom deutschen Bundeswirtschaftsminister Habeck verkündete Carbon-Management-Strategie erlaubt CCS auch bei Gaskraftwerken, bei denen es aber nicht gefördert werden soll. Vorgesehen ist ein Pipeline-System zur Speicherung von CO₂ im Boden des deutschen Teils der Nordsee. Der BUND-Vorsitzende Olaf Brandt sprach davon, dass Habeck damit eine Büchse der Pandora öffne. Durch die Strategie wird eine kommerzielle CCS-Infrastruktur möglich, von der die Gasindustrie profitiert. https://taz.de/Habecks-CO2-Speicherplaene/!5991971/

https://pkmsummit.com/

read [[Harold Jarche]] in dead blog walking at 20

[[Ton Zijlstra]] in A Free PKM Conference Ticket For a Student – Interdependent Thoughts

Synergies for Europe's Research Infrastructures in the Social Sciences (SERISS)

https://resourcemate.com/

https://www.primasoft.com/librarymanager/handylibrary.htm

Die deutsche Regierung hat Anfang der Woche ihre Strategie zum Ausbau von Gaskraftwerken zur Netzstabilisierung vorgelegt. Es sollen Kraftwerke für insgesamt 20 GB ausgeschrieben werden, die voraussichtlich in den 30er Jahren auf Wasserstoff umgestellt werden. Die Strategie sieht nicht zwingend vor, dass dieser Wasserstoff grün ist. NGOs kritisieren dies ebenso wie die zu große Offenheit für Carbon Capture and Storage. Bis Sommer 2024 soll ein neues Strommarkt-Design vorliegen. https://www.handelsblatt.com/politik/deutschland/kraftwerksstrategie-wie-die-ampel-die-energiewende-umsetzen-will-01/100012844.html

Vertreter der Austrian Gas Grid Management AG setzen sich für mehr Gasförderung in Österreich ein, weil angeblich die österreichische Gasversorgung sonst nicht gesichert ist. https://www.derstandard.de/story/3000000205505/versorgungslage-bei-gas-bleibt-in-oesterreich-bis-auf-weiteres-kritisch

2 274 vues 4 mai 2022 INSTITUT DES HAUTES ÉTUDES DE L'ÉDUCATION ET DE LA FORMATION (IH2EF) Le management est le cœur des métiers des cadres de l’Éducation Nationale. Il est aujourd’hui nécessaire de permettre à chaque cadre de notre institution de développer ses compétences managériales et ce dans un environnement complexe et en pleine transformation.

Le management est l’un des axes fort de la formation à l’IH2EF avec la mise en place d’un dossier dédié au management humain et le lancement d’un plan national d’accompagnement managérial (PAM). Le manager est un élément clé de l’organisation dans la mesure où il met en œuvre le changement, accompagne les équipes, anticipe et gère les crises, impulse une dynamique au travers de son style de management, encourage au bien-être et à la qualité de vie au travail. Pour bien accompagner ses équipes et en appui du service ressources humaines, le manager devra tenir compte des ressources dont il dispose (matérielles mais surtout humaines) afin de bien identifier, comprendre et analyser les besoins et les attentes exprimés par ses collaborateurs. Il aura à cœur d’identifier et de valoriser les forces et les atouts de chaque membre de son équipe pour faire face aux défis futurs et aux transformations à venir. Cette émission a pour objectif de définir et d’illustrer ce que sont accompagnement de la transformation et accompagnement au changement pour un cadre de l’Éducation Nationale en proposant des pistes et leviers d’actions.

Direct : Etre un manager de la transformation 3 mai 2022 / de 17h à 18h sur le site de l’IH2EF et sur sa chaîne Youtube

Lors de ce direct, nous tenterons de construire ensemble les réponses aux questions suivantes : - qu’est-ce que la transformation dans l’Éducation Nationale ? - comment accompagner le changement, le rôle du manager ? - comment accompagner le changement, quelle place pour le management collaboratif ? - quels sont les outils et les leviers d’actions pour accompagner les transformations ?

Intervenants : Hervé CHOMIENNE, maître de conférences en sciences de gestion (ISM-IAE_Université Versailles St-Quentin-en-Yvelines) et expert associé (IH2EF) Fabienne SAUNIER, proviseure de lycée professionnel (académie d'Aix-Marseille) et experte associée (IH2EF) Charles MORACCHINI, DAFPE et IA-IPR EVS (académie de Clermont-Ferrand) et expert associé (IH2EF)

Congrès du snceel 2024 - 24-01-2024 - Palais du Grand Large de Saint-Malo Entretiens croisés "L'INTELLIGENCE DE LA RELATION" avec Anne-Lise Seltzer et Nathanaël Wallenhorst

I could totally see this UI with a video generated version of Niklas Luhmann answering questions using the training set of notes in his online zettelkasten at https://niklas-luhmann-archiv.de/bestand/zettelkasten/tutorial

syndication link: https://bavatuesdays.com/ai106-long-live-the-new-flesh/comment-page-1/#comment-388943

Die nördlichen Wälder Kanadas wurden seit 1976 durch Holzfällen erheblich geschädigt, wie eine neue Studie über zwei Provinzen zeigt. Nicht nur ging der Waldbestand erheblich zurück, die übrig gebliebenen Gebiete sind durch Fragmentierung für den Klimaschutz weniger relevant als die ursprünglichen Wälder. Der Nachhaltigkeitsbegriff der kanadischen Regierung sei vor allem an den Bedürfnissen der Holzindustrie orientiert, stellt der Hauptautor der Studie fest. Experten bezeichnen die Ergebnisse der auch als methodisch wichtig angesehenen Studie als schockierend. https://www.nytimes.com/2024/01/04/world/canada/canada-boreal-forest-logging.html

Studie: https://www.mdpi.com/2073-445X/13/1/6

https://extension765.com/blogs/soderblog/readers-dept

Adler & Hutchinson's Great Books of the Western World was an encyclopedia-based attempt to focus society on a shared history as their common ground. H. G. Wells in his World Encyclopedia thesis attempts to forge a new "moving" common ground based on newly evolving knowledge based on distilling truth out of science. Shared history is obviously much easier to dispense and spread about compared to constantly keeping a growing population up to date with the forefront of science.

How could one carefully compose and juxtapose the two to have a stronger combined effect?

How could one distribute the effects evenly?

What does the statistical mechanics for knowledge management look like at the level of societies and nations?

link to https://hypothes.is/a/abTT1KPDEe6nqxPx4fXggw

Wells would really hate social media, which he seems to have perfectly defined with this statement.

Does information overload prevent us from using knowledge more effectively? Are we distracted by the mundane?

https://www.flickr.com/photos/hawkexpress/189972899/in/album-72157594200490122/

Despite being used primarily as a productivity tool the PoIC system also included some features of personal knowledge management with "discovery cards" and "citation cards". Discovery cards were things which contained one's own ideas while the citation cards were the ideas of others and included bibliographic information. Citation cards were tagged on the 5th block as an indicator within the system.

Question: How was the information material managed? Was it separate from the date-based system? On first blush it would appear not, nor was there a subject index which would have made it more difficult for one to find data within the system.

How Nepal regenerated their forests with community forest management

• for: adjacency - Thomas Homer-Dixon - Ernest Becker, terror management theory, immortality project

Mit 90% war der Anteil der russischen Importe an der österreichischen Gasversorgung im Oktober höher als je zuvor. Eine Ursache dafür ist die Verteuerung des Gases auf Deutschland wegen der Gasspeicherumlage. https://www.derstandard.at/story/3000000199179/gasimporte-aus-deutschland-eingebrochen-wieder-mehr-gas-aus-russland

https://ideaflow.app/

Audio transcription notes with AI

2023-12-12 Released on PruductHunt https://www.producthunt.com/posts/ideaflow

Executive sponsorship is a $0, very valuable resource.

Crux - 1. Apple is not a company where general managers oversee managers; rather, it is a company where experts lead experts. The assumption is that it’s easier to train an expert to manage well than to train a manager to be an expert. 1. Whereas the fundamental principle of a conventional business unit structure is to align accountability and control, the fundamental principle of a functional organization is to align expertise and decision rights. 1. In a functional organization, individual and team reputations act as a control mechanism in placing bets. 1. So, that means if the camera team pitches an idea, but the same doesn't receive a good response from the users, for the next model the camera team's functionality will have a lower priority than suppose the touch team. 1. As is often the case with decentralized business units, managers were inclined to fight with one another, over transfer prices in particular. 1. Managers should be expertise in their fields. They should spend majority of their time either owning, learning or teaching, and less of delegating. Each piece they work on should be deeply thought of . 1. Squircle scenario. 1. Cross functional debates

Gotthard Deutsch didn't adhere to any particular theory of information when it came to the size of his notes. Instead Jason Lustig indicates that his perspective was influenced by his personal motto 'de minimis curat historicus' (history's minutiae matter), and as a result, he was interested in the smallest of distinctions of fact and evidence. ᔥ

These numbers suggest a growing preference for Community Cloud among Salesforce's most active user base, so that underscores a substantial opportunity for businesses to enhance their Salesforce experience through Community Cloud integration.

Similar to the Idea Management System (IMS) discussed earlier, the Partner Portal serves as a centralized digital platform. Its purpose is to enhance the partner program by providing a unified space for partners to engage, collaborate, and access resources.

The idea management tools have truly elevated the product development process. It's an efficient way to collect and implement new ideas, ensuring our products remain relevant and customer-centric.

The report highlights issues with channels and frequency as primary communication challenges. Ensuring a streamlined and efficient communication process within the partner portal is crucial for overcoming these hurdles. It's evident that resolving these communication issues is fundamental to fostering successful tech partnerships and optimizing the overall effectiveness of the partner program.

The current challenge of accessing ideas in Salesforce Lightning Experience (LEX) hinders this objective, forcing users to inconveniently switch to Classic. This disrupts the flow of feedback, slowing down the process and creating hurdles for Lightning users. To optimize the system, it's essential to streamline idea access within Lightning, eliminating the need for users to switch back and forth.

http://sea.nathanstrait.com/journaling/

A lot of this looks surprisingly familiar... (even down to the ordering that it seems to have been discovered).

:)

https://theinformed.life/

Hosted by Jorge Arango (https://jarango.com/)

https://www.supermemo.com/en/blog/twenty-rules-of-formulating-knowledge

cross reference: https://hyp.is/H5NJiLHvEeyaWksSiTFgKg/super-memory.com/articles/20rules.htm (same??)

I wish more companies understood this, especially the part about technical infrastructure. Stability is customer-facing!

reply to u/glugolly at https://www.reddit.com/r/Zettelkasten/comments/16njtfx/comment/k1l8lyk/?utm_source=reddit&utm_medium=web2x&context=3

How is it that you're defining knowledge management or knowledge management system?

I would argue that any zettelkasten of any stripe is taking knowledge/ideas from either content or one's own brain and transferring them into some sort of media by which they are managed or structured in some way for later linking, combination, or other reuse. By base definition this is clearly knowledge management. I don't know how one defines it otherwise except by pure denial.

Your view of zettelkasten seems remarkably narrow. As a small sample the original Maschinen der Phantasie Marbach exhibition in 2013, which broadly prefigured the popularization of zettelkasten (and in particular the launch of zettelkasten.de) which we see today featured six zettelkasten of which Luhmann's was the only one with reference numbers or what we might now consider explicit HTML-like links. Most of the others contained either explicit groupings or implied links, but that doesn't diminish the value they held for their creators for creating a conversation of ideas for them. Incidentally most of the zettelkasten featured there prefigured Luhmann's and only two were roughly contemporaneous with his.

If you look more closely at Adler, et al. you'll notice that the entire purpose of their enterprise was to create and nurture a conversation between themselves and their readers with texts and authors spanning over 2,500 years, a point which is underlined by the introductory volume which preceded the two volumes of the Syntopicon. Not coincidentally, that first volume of the 54 book series was entitled "The Great Conversation."

Specifically from Adler's "How to Read a Book", the first edition of which predated the Great Books of the Western World:

Reading a book should be a conversation between you and the author.

This is a process which is effectuated by

Marking a book is literally an expression of your differences or your agreements with the author. It is the highest respect you can pay him.

and later,

That is to make notes about the shape of the discussion-the discussion that is engaged in by all of the authors, even if unbeknownst to them. For reasons that will become clear in Part Four, we prefer to call such notes dialectical.

(As an aside, why aren't more people talking about the nature of dialectical notes, which seem far more important and useful than either fleeting notes and permanent notes?)

In your link to Holiday, he doesn't say his system isn't a zettelkasten, a word which an English speaker was highly unlikely to have used in 2013 in any case, even when referencing Manfred Kuehn from 2007. It simply indicates that "[Luhmann's] discipline seems to exceed mine because I am a lot less ordered".

The Goitein source (which I wrote) may use commonplace book as a descriptor but that doesn't mitigate the fact that the entirety of the zettelkasten tradition arises from it (the primary difference being things written (usually) on bound pages versus slips of paper). Before these there was the closely related idea of florilegia stemming from the earlier locus communis (Latin) and tópos koinós (Greek).

reply to u/glugolly at https://www.reddit.com/r/Zettelkasten/comments/16njtfx/comment/k1fn8w4/?utm_source=reddit&utm_medium=web2x&context=3 and

Well, Zettelkasten is not a knowledge management system. [...] Update: I mean digital ZK. Shoe-box ZK is a combination of knowledge management system of that time and "thought system" of Niklas Luhmann. u/Aponogetone at https://www.reddit.com/r/Zettelkasten/comments/16njtfx/comment/k1f23nj/?utm_source=reddit&utm_medium=web2x&context=3

I'm curious to see some evidence for why both you and u/Aponogetone say that a slip box (analog, digital or otherwise) is not a knowledge management system? Perhaps you don't think of it that way or use it solely to that end, but I find it difficult to see in light of the way I use mine and others have in the past. I suspect that if I had access to either of yours I could use it as a knowledge management system and it would tell me a lot about your interests and what you know and with a bit of work I could continue using it as one.

Even an argument against the more encompassing group nature versus personal or individual knowledge management systems is blunted by the use of a Zettelkasten by Adler, Hutchins, et al. to create the Syntopicon, the group uses by the Mundaneum effort (which went to great lengths to standardize information to be findable), the Oxford English Dictionary compilation, Thesaurus Linguae Latinae (TLL), Wörterbuch der ägyptischen Sprache, or even the academics who still use photocopies or microfilm versions of S.D. Goitein's zettelkasten.

What are the rest of us missing in your argument?

Tiago Forte makes a “Hemingway bridge” for his projects

• see zk on trails of interest

Building software compliant with HIPAA standards necessitates a deep understanding of its Privacy and Security Rules to safeguard protected health information effectively.

https://a16z.simplecast.com/episodes/a-true-second-brain-xrODaBD2

Recommended by Michael Grossman

https://factr.com/

A social network for "organizing and sharing your knowledge".

https://web.hypothes.is/help/annotating-youtube-videos-with-the-hypothesis-lms-app/

Walkthrough for how to add YouTube Videos into LMS assignments for annotation with H.

https://web.hypothes.is/blog/exciting-new-feature-annotate-youtube-videos-with-hypothesis/

Wishing this was easier within YouTube directly instead of hidden within the LMS. Of course, there's always still https://docdrop.org/ for this instead.

https://danallosso.substack.com/p/retrenchment-day-23

You don't consult with the customer when you're thinking of changing the formula for the soap, I know. But is that the appropriate model for this situation?

Interesting, should investigate this later, must be worthwhile

Almost every well known writer/composer/creative throughout history had some sort of note taking or knowledge system of one sort or another (florilegium, commonplace books, notebooks, diaries, journals, zettelkasten, waste books, mnemonic techniques, etc.), which would put them into your "active" category. I think you'd be hard put to come up with evidence of a "sudden" emergence of an "active" PKM system beyond the choice of individual users to actively do something with their collections or not.

If you want to go more distant than Eminem, try looking closely at Ramon Llull's practice in the 11th century, or Homer in the c. 8th century BCE. Or to go much, much farther back, there's solid evidence that indigenous peoples in Australia had what you call both passive and active PKM systems as far back as 65,000 years ago. These are still in use today. Naturally these were not written, but used what anthropologists call orality. (See Walter Ong, Milman Parry, Lynne Kelly, Margo Neale, Duane Hamacher, et al.)

https://www.linkingyourthinking.com/lytcon-2023/zsolt-viczian

https://www.youtube.com/watch?v=StwbQGEy1c8

Treatment:

1. We noticed that we regards to ICS Adherence there is comment 'not applicable', however, the patient is on ICS (please see section Management Options: Patients on inhaled steroid in combination with LABA), therefore, it seems inconsistent with the comment related to inhaled therapy outlined in the section Management Options.
2. So the question is: Is the patient actually on ICS?
3. Drug list is inconsistent with Management Options considerations.